In spite of all that’s known about persuasion, we continue to misunderstand it and fail to make good use of its true nature. We make assumptions about what drives people, grossly over-estimating how we make decisions and what motivates us to take action.
Great leaders understand this. They begin by unifying and focusing people with a simple, powerful vision statement and define their purpose with a clear mission statement. Success is possible only when everyone is on the same page at the outset, supporting each other, believing in the mission and the vision.
In my work as a coach, I have seen companies handicapped when employees are not engaged in the basic mission. Unfortunately, three out of five employees don’t know what principles or purpose their company upholds, according to a Gallup report. This lack of assurance leads to another Gallup survey finding that four out of five employees strongly disbelieve their leaders have set a clear direction for their organization’s future.
Our Need to Connect
Why is there such a disconnect between leaders and their people when it comes to their company’s direction? Two possible causes emerge:
- Leaders may not be communicating what their people need to know, or may not be communicating it effectively.
- The employees may be disinterested or unwilling to understand what they’ve heard.
Most employees I speak with agree that they and their coworkers care about their future and the company they work for. They also indicate how they make every effort to understand the information their leaders pass on to them about their company’s current state and where they may be heading. The have a vested interest.
“It’s about connecting more deeply to what we do, to the outcome of our efforts, to others, and to our relationships.” Dan Ariely, Payoff: The Hidden Logic that Shapes Our Motivations, Simon & Schuster/TED, 2016.
The likely cause for the disconnect employees feel about their employer is that they are not sufficiently informed by their leaders. When all is considered, communication is the essential element in the management of an organization.
People want the assurance that their future is stable; it’s in good hands, and their careers are safe. Persuasive leaders understand this. They engage employees by ensuring their needs are considered in the planning process, and that communications start with why, pointing out the benefits to employees.
What do you think? What other persuasion myths have you encountered? I’d love to hear from you. You can call me at 561-582-6060, let’s talk. And as always, I can be reached here or on LinkedIn.
